Blog - Cambridge Chamber of Commerce

Since the late 2000s, Black Friday has become a retail staple in Canada surpassing the traditional Boxing Day sales as the most popular annual sale in this country.

 

Initially, the term ‘Black Friday’ can be traced back to 1869 when two Wall Street financiers attempted to purchase all of America’s gold to pump up its value. Their play for the gold failed, however, the term stuck and eventually more than 100 years later became associated with sales when retailers began noting they were ‘in the black’ as soon as Christmas shopping started.

 

“It has become another one of those consumer ritual occasions and from a buyer/retailer perspective it is now a key point on the calendar we all start to strategize for leading up to and following,” says Brad Davis, Associate Professor at Wilfrid Laurier University’s Lazaridis School of Business and Economics, who specializes in consumer behaviour and trends.

 

However, despite the ‘ritual’ aspect of shopping on Black Friday (Nov. 25) and Cyber Monday (Nov. 28), experts expect sales this year won’t be as brisk as in years past.

 

“Most of the signs indicate kind of a suppression of general sales for Black Friday and Cyber Monday,” says Brad, adding sales in 2021 were down by about 7% compared to the previous year. “I think last year we had this post pandemic burst of saved money and a desire by consumers to let loose. But it’s sort of settling back now into more normalcy because people have got it out of their systems.”

 

Factor in supply chain issues and the cost of inflation affecting consumers’ decisions, and Brad says the outcome could hold some surprises.

 

“There’s a lot of interesting question marks about consumers’ mood and are they going to be naturally a little more reticent to do impulse purchases because of inflation, rising prices and just general worry,” he says. “However, the flipside of that is anything that states: ‘regular retail on sale’ and consumers respond to it. They may be more susceptible to respond to that kind of pitch because they are worried about rising prices and think this is an opportunity to get stuff ‘at a deal’.”

 

Brick-and-mortar stores versus online shopping

 

“We saw online sales trending up before the pandemic and I’ve always said the pandemic and the response to it didn’t change anything, it just dramatically sped up existing trends,” says Brad, noting how much more ‘comfortable’ people are with ordering online for many items.

 

Not surprisingly in 2020 when things were locked down, Black Friday sales grew by 31% compared to pre-pandemic 2019 levels. And even with stores being reopened in 2021, Black Friday and Cyber Monday ecommerce sales still rose by 11.9% the whole month of November.

 

“Cyber Monday was actually starting to encroach, if not beat, Black Friday anyway before the pandemic in terms of popularity,” says Brad, adding the concepts of ‘Black Friday Month’ or ‘Cyber Monday Week’ have become more of reality now that larger retailers like Amazon and Target have implemented earlier sales.

 

However, when it comes to in-person shopping he says the tactile experience of going into a store remains a social exercise many consumers will continue to crave.

“We are still, by nature, two million old hunters and gatherers. We just do it in malls now,” jokes Brad. “I think we’re always going to have the need for physical retail.”

 

 

Supply chain and demand

 

Fear of shipping delays last year prompted many consumers to start their holiday shopping earlier on, and experts believe that has continued this year fueled by soaring gas prices plus global shipping complications.

 

Anecdotally, Brad says he’s heard that some categories of electronics are now very difficult for retailers to have in their inventory in effort to pull off some of the major deals they once offered on Black Friday.

 

“If you can’t physically get the stuff, what is that going to do if you want provide longer hours at your store?”

 

At the same time, he says some retailers may have higher volumes of inventory they are trying to clear out.

 

“You may not be seeing deals across the board anymore but instead, seeing a weird patchwork effect of deals going on as a direct reflection of what we have been going through,” says Brad.

 

Advice for business owners

 

When it comes to navigating Black Friday and Cyber Monday, Brad urges business owners to not get caught up in the ‘hype’ surrounding these shopping events.

 

“Make sure you do your due diligence and make sure you are making smart decisions and not just for that day, but a period of time,” he says, explaining trying to clear out too much inventory may lead to cashflow trouble down the line as consumers stock up on items and wait several months before spending again. “Don’t get caught up in the hype. You need to sit down and rationally look at the numbers to see if you need to clear out that inventory.”

 

* With files from the National Post and Calashock Commerce

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

Quiet quitting, thanks to viral posts on social media, has become a term very familiar in workplaces worldwide.

 

It describes the phenomenon of employees who no longer go above and beyond by doing only what is expected in effort to maintain jobs that may no longer interest or inspire them.

 

This disengagement from work has grown exponentially since the pandemic. In fact, the 2022 State of the Global Workplace report from Gallup shows only 21% of employees are engaged at work.

 

“We’ve come through such a crisis over the last couple of years. To some extent, I think we’re over it now, but it has forced people to make different decisions about work, especially if they were burnt out already,” says Frank Newman, CEO of Newman Human Resources Consulting, who will explore quiet quitting at a Cambridge Chamber of Commerce webinar Dec. 1 entitled Is Your Team Quietly Quitting?

 

He will not only touch on some of the top reasons why employees quietly quit as well as the warning signs but provide insight on how employers can alter their work environment so they can not only attract but, more importantly, retain employees.

 

“You want to make sure you create the best work environment as possible,” says Frank, acknowledging the existence of an “employees’ market” due to labour shortages.  “That really means taking a very critical look at your work environment. Do you know what people need? Is it benefits? Is it better management? This is the ideal time to do an employee survey or workplace assessment to provide you with some sort of tool you can use to get a fix in terms of what are you going to fix first.”

 

He says this process may not prove to be a comfortable experience for some workplaces, however, insists this information can go a long way in assisting an organization set benchmarks regarding branding, image or even compensation.

 

“There are so many changes happening right now and if you don’t understand where you’re going or where you’re at, it’s pretty hard to make any progress,” says Frank.

 

He also recommends employers conduct exit interviews, formally or informally, to get a sense of why an employee has decided to leave.

 

“Make sure you understand what people are feeling. Also, spend some time with your newest employees and ask them what attracted them to your organization.”

 

Frank says in the age of social media, it’s important to encourage people who leave to remain an ambassador for the organization adding that bad reviews tend to get more traction than good ones.

 

“Organizations need to think about that as they manage those who are quietly quitting and those who suddenly walk out the door,” he says. “I always encourage my clients to search various job boards to see what’s being said about them.”

 

Frank admits it’s a tough time to be a manager right now, noting that employees have become much more critical on how their companies are managed than they were in the past.

 

“People looking for work have so many options out there now, and if you’re a hiring manager, it’s putting more pressure on management to get work done with less resources,” he says, noting the difficulty this causes employees who are now required to pick up the slack due to staffing shortages.

 

However, Frank says he’s optimistic as the economy continues to readjust following the pandemic there will be less quiet quitting.

 

“As companies get smarter in managing their businesses and people, I think you’ll see less of that," he says.

 

Work Trends Facts:

  • Burnout is a big risk in the workplace, especially amongst younger Gen Z professionals aged in their 20s, research shows. A survey of 30,000 workers by Microsoft showed 54% of Gen Z workers are considering quitting their job.
  • In its 2021 Global Risks Report, the World Economic Forum ranks “youth disillusionment” as eighth of 10 immediate risks. Findings include deteriorating mental health since the start of the pandemic, leaving 80% of young people worldwide vulnerable to depression, anxiety, and disappointment.
  • Workforce data from organizations including McKinsey & Company suggests 40% of the global workforce are looking to quit their jobs in the next three to six months.

Source: World Economic Forum website

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

The cumulative energy of Chambers nationwide took the spotlight at the Canadian Chamber of Commerce’s recent CCEC Conference and AGM in Ottawa.

 

More than 400 delegates representing Chambers from across Canada gathered Oct. 12-15 in our nation’s capital to brainstorm and attend presentations pertaining to a variety of issues to help these organizations assist businesses. These included everything from generating revenue ideas and the importance of digital transformation, to promoting advocacy and promoting staff growth to create more impact in helping to recruit Chamber Members. As well, the AGM featured several interesting panel discussions and guest speakers, among them U.S. Ambassador to Canada David Cohen who outlined the importance of business relations between the two countries and potential hurdles, as well as John Graham, President and CEO of the Canada Pension Plan Investment Board.

 

 

 

“The calibre of the discussion at the CCEC (Chamber of Commerce Executives of Canada) and AGM is always top-notch and provides the Chamber network with new ideas that can go a long way in helping our Members succeed,” says Chamber of Commerce President & CEO Greg Durocher, who received a special nod of recognition from Canadian Chamber of Commerce President and CEO Perrin Beatty during his opening remarks at the AGM for his work in creating the pilot rapid antigen screening kit program for businesses. To date, Mr. Beatty said the program has resulted in the distribution of more than 10 million kits to businesses nationwide.

 

During his address, Mr. Beatty touched on current labour and supply chain concerns facing communities nationwide and the importance of the Chamber network in developing growth minded policies to assist the economy to flourish.

 

“Growth doesn’t just happen spontaneously, it takes planning,” he said, noting the value and strength contained within the Chamber network to implement change. “Nationwide, Canadian Chambers are fighting for Canadian businesses.”

 

Policies helping businesses

 

This year, 61 policy resolutions were up for debate in a variety of categories including agriculture, international affairs, human resources, transportation, natural resources and environment, and finance and taxation.

 

The Cambridge Chamber of Commerce's policy calling for the creation of a more equitable tax distribution plan to assist Canadian municipalities was among 53 approved by delegates. Our policy calls for the review of current funding mechanisms to ensure municipalities can fund their needs, including physical and social infrastructure to set the stage for economic recovery in communities, which in turn is good for local businesses. Besides carrying the lion’s share of Canada’s public infrastructure funding, municipalities have continued to face additional pressures surrounding a myriad of issues including housing, public transit, public safety, the opioid crisis, telecommunications and broadband, to name just a few.

 

“Our policy calls for all levels of government to sit down at the same table to work out a fairer tax distribution plan to meet the needs of Canadians and formulate local solutions that will help businesses succeed,” says Greg. “Having the backing of the Canadian Chamber network can go a long way to create positive results in the right direction.”

 

The approved policies now become part of the Canadian Chamber’s policy ‘playbook’ in its efforts to advocate for change.

 

To learn more about our advocacy and policy work, visit https://bit.ly/3ez63vZ.

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

The word ‘diversity’ has become commonplace in most workplaces.

 

But according to a local expert in the field, the definition of that concept may be difficult and even confusing to pin down.

 

“Diversity is like the big buzz word right now and it’s a big topic that’s on everyone’s mindset,” says Dr. Nada Basir, Assistant Professor at the Conrad School of Entrepreneurship and Business at Waterloo University. “Companies are putting money into it because we all know that it’s important. But business leaders, when they think about diversity, tend to think of it on the surface level.”

 

As a result, she says the deep level of diversity, not just the observable points relating to gender, race, and nationality, often get overlooked.

 

“While we understand diversity is about differences, we sometimes narrowly focus on one type, and I think that’s where there is confusion and that’s where we need to think a little bit more outside the box.”

 

Dr. Basir will delve into this subject even deeper at our Women Leadership Collective Series event entitled: ‘Collaboration Between Men and Women to Empower Each Other, Inspire Each Other, and Lead Together’. During this in-person event Oct. 21 at Langdon Hall, she will explore what kind of diversity matters when it comes to producing benefits in the workplace.

 

“But I don’t want to make a case as to why diversity is important because we already know it’s important,” she says, noting introducing diversity in the workplace is not just about hiring or collaborating with diverse people. “It’s about the context that diversity is in and how do we make sure the teams or companies we are building are harnessing that diversity. What does it mean to have people come to the table and feel engaged and welcomed, and how do we tap into their identity-related knowledge?”

 

Dr. Basir says many companies may have a 50/50 split between male and female employees and feel they are doing well when it comes to promoting diversity, but this is not always the case.

 

“Who is making the decisions in that company? Who are in the leadership roles?” she says, explaining research surrounding motherhood show that women tend to leave the workforce more than men because they may not feel supported enough when it comes to such things as childcare or fertility issues. “We can have a diverse workplace but if the environment does not cater to it and leverage it, then what’s the point?”

 

When it comes to creating a diverse and collaborative workforce in a post-COVID-19 environment, Dr. Basir says companies have learned about the importance of being more agile.

 

“The world is complex and complicated, and things change very quickly in business since customers and stakeholders are involved in everything that’s happened and we have to keep them engaged, and it can be really costly if we don’t pay to attention to diversity,” she says.

 

Dr. Basir says relying on different perspectives and lived experiences can help the decision-making process at any company and hopes to convey that to participants at the Oct. 21 event.

 

“I hope it’s a workshop of reflection in terms of what people thought diversity was and why it’s important and maybe when they leave, they’ll have a different perspective on what diversity should look like,” she says, referring to the research she will also introduce to build a business case for diversity. “I want to talk about what do we know about diversity in terms of ROI (Return on Investment).”

 

To find out more, visit our Events Calendar.

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

While the phrase ‘quiet quitting’ has recently entered the vernacular of many business organizations thanks in part to recent social media posts, the concept itself is not exactly new.

 

“We’ve been researching this issue for a long time with respect to motivation and performance,” says Dr. Simon Taggar, Professor of Management in the Lazaridis School of Business and Economics, Wilfrid Laurier University, noting previous generations used expressions like ‘deadwood’ or ‘retiring on the job’ to describe the phenomenon of employees who’ve given up the notion of going above and beyond in the workplace and only do what is expected of them.

 

Dr. Taggar says the concept, which can mistakenly evoke images of an employee ‘slacking’ at work, really centres more on the notions of engagement and disengagement, and how committed they are to their job, using the bare minimum approach which doesn’t lead to termination.

 

“I think increasingly people are becoming disengaged. We’ve always had an increasing trend in disengagement,” he says, referring to a Gallup poll conducted in 2013 which indicated that only 13% of employees worldwide were actually engaged in their jobs.

 

In North America, that number was 30% compared to 24% in other countries like South Korea, Australia, and Japan. “The people that are disengaged are now getting a whole bunch of attention.”

 

While COVID-19 sparked a major economic movement in terms of job shifts and losses, Dr. Taggar says many ‘quiet quitters’ continue to stay put in their jobs – unless something they deem is better comes along - due to a sense of continuous commitment to their work. He says unlike those with a passionate commitment to do the best job they can, or even those who feel an obligation to stay, ‘quiet quitters’ approach their jobs using a more transactional rationale.

 

“They look at as ‘I’m here because I have to be here’,” says Dr. Taggar, noting financial and personal circumstances are mitigating factors in their decision. “It’s almost like being in jail.”

 

However, he says in some circumstances, having ‘quiet quitters’ on the payroll does not make much of a difference.

 

“There are some jobs out there that really don’t need a huge amount of motivation,” says Dr. Taggar. “The design of the job itself is the control mechanism.”

 

However, he says increasingly many jobs in North America now require employees to be more motivated as they navigate strategies on their own.

 

“Our competitive advantage in Canada is having highly educated and motivated employees having complex jobs. That’s the source of our competitive advantage,” says Dr. Taggar, noting there are many signs pertaining to those who are ‘quietly quitting’. “As human beings, we’re very good at figuring out to the degree someone is motivated or highly engaged in the workplace.”

 

Signs that someone may be ‘quietly quitting’ include not assisting colleagues, not being prepared at meetings, absenteeism, not going above and beyond when it comes to serving customers or staying away from company social events.

 

“A positive workplace climate is created by people who are passionate and want to be there and love their jobs,” says Dr. Taggar.

 

He says communication is key when it comes to dealing with potential ‘quiet quitters’.

“No one ever enters an organization they want to be in thinking I’m going just going to be continuously committed,” says Dr. Taggar. “Humans aren’t made that way. We want to be passionate. We want to spend our lives doing something valuable that makes us feel good.”

 

He says it all boils down to the expectations an employee has when they join an organization, referring to such things as promises of a better work/life balance.

 

“When people’s expectations are not met, it’s called a breach of their psychological contract,” says Dr. Taggar, adding this breach can quickly alter someone’s passion for the job. “You’ve got to maintain people’s expectations because when you lose that trust, it’s harder to gain that trust back.”

 

As well, he says asking for feedback is imperative to foster a workplace culture that will keep employees engaged, noting that allowing a work culture to grow organically can create issues and misunderstandings.

 

“If you invest in them and make them feel like you care and are developing them, they will be committed to you,” says Dr. Jagger. “You’ve got to have that constant communication and constant culture building so people can make sense on what’s happening around them.”

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

Keeping workers safe and healthy is an important component of any well-run company.

 

However, managing the protocols and requirements that surround it is often an area that creates frustration for many businesses.

 

“A lot of companies put health and safety on the backburner prior to the pandemic,” says Ray Snow, President of Heartzap Safety Training & Equipment in Cambridge, noting the costs that often surround it. “But now they realize they can’t put it on the backburner and have to address it and that’s what we’re seeing now.”

 

He says companies that had once been shut down during the pandemic are seeing a larger Ministry of Labour (MOL) presence of in the community and are paying close attention.

 

“MOL is at construction sites and knocking on company’s doors seeing if they have their policies in place and are they following health and safety rules, and nobody today can afford to have their operations shutdown again.”

 

For that reason, he recommends businesses revisit their health and safety policies and protocols to make sure they are up to date.

 

“But not everyone has that ability,” says Ray, noting larger corporations have the staff to manage health and safety compared to SMEs. “An SME may have a health and safety committee, but they may not have a designated staff person that does health and safety management on a regular basis.”

 

He suggests an outside health and safety audit, which Heartzap provides, is a viable alternative to ensure a business is meeting the correct standards and practices, possibly saving them money in the end. According to Ontario’s Workplace Safety and Insurance Board, the average cost of a lost-time injury is $106,500 - $21,300 in direct costs (WSIB premiums) and $85,200 in costs to the company of the injured employee.

 

“We’re not there to point out all the faults. We’re there to help and grow with you,” says Ray. “Health and safety has always had that negative ‘cracking the whip’ connotation. It’s really more about education.”

 

Through a wide variety of virtual training courses, something Heartzap has offered for several years prior to the pandemic in a blended online and in-class format, he says companies can ensure staff working remotely can remain up to date on their training as part of any work-from-home policies.

 

“The shift is changing in the world and in Canada on how people learn. They don’t necessarily have to be in a classroom all day long,” says Ray, noting keeping current on rapidly changing health and safety guidelines has been a big concern for Heartzap clients. “As much as the government did a great job creating templates for everybody, they still required somebody to go look at them on a bi-weekly or weekly basis because it changed so much. The biggest concern now is getting people up to speed.”

 

He says the costs surrounding health and safety training have risen, just like they have for most businesses and that supply chain issues have affected the availability of products causing potential delays in delivery.

 

“I think everybody is kind of two and half years behind in health and safety in terms of training or policy work or reviewing their facilities, but everybody wants it done today,” says Ray, noting like many sectors, staffing shortages are causing delays. “We only have so many staff to get out there and get the job done.”

 

As a result, he recommends businesses don’t wait until the last minute when it comes to reviewing or updating their health and safety policies.

 

“If you want it done for the fall or winter, don’t wait for the fall and winter to come.”

 

To learn more, visit Heartzap Safety Training & Equipment.

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

The threat of data breaches or ransomware attacks have become a reality for many businesses and organizations.

 

The 2020 Cyberthreat Defense Report, created by CyberEdge Group which surveyed 1,200 security IT professionals in companies from 17 countries, found that 78% of Canadian companies experienced at least one cyberattack within a 12-month period, a figure which rose in 2021 to 85.7%. That same report also determined that 72% of Canadian respondents dealt with a ransomware threat in 2020, which luckily dropped in 2021 to 61.2%.

 

Locally, Statistics Canada figures show a total of 3,298 cyberattacks in Waterloo Region per 100,000 population in 2021, which is up from 1,113 recorded in 2017.

 

Many of the larger local attacks have media headlines, including a cyber threat on a supplier company in March of this year which prompted Toyota to halt operations at 14 plants in Japan and three manufacturing facilities in Canada, including its Cambridge plant. More recently, the Waterloo Region District School Board became a victim of a cyberattack which resulted in pay disruptions for some of its employees.

 

We asked John Svazic, Founder and Principal Consultant of EliteSec Information Security Consultants Inc. in Cambridge, to share his thoughts on what businesses can do to ensure they are prepared for any potential cyber threats.

 

Q.  What are some of the misconceptions surrounding a cyberattack or data breach?

 

John: The biggest misconception is that a business believes that they are not vulnerable or a target of cyber criminals.  Sadly, that’s not true.  If you have any form of presence on the Internet, say a Facebook page or an Instagram account, then you are at risk of an attacker. 

The attacks may be different, but they will impact you regardless.  I’ve had clients who had their Facebook accounts taken over and used for advertising by a foreign company.  That can harm your reputation.  Similarly, Instagram account hijacking is also common, and unfortunately recovery of accounts is time consuming and not always possible, leading to a lot of lost customers and influence.

 

 

Q. Are there degrees, or levels, when it comes to a cyberattack?

 

John: Yes, definitely!  The types of attacks we’ve seen locally in the region are a great example.  The most recent example from the Waterloo Region School Board seems to be a ransomware attack, which is where access to your computer network is “locked out”. 

A more common occurrence is these attackers will take data from the network first, then threaten to release these details to the public if the ransom isn’t paid.  This so called “double extortion” style of ransomware is particularly devastating to a company because there is no guarantee that the attacker won’t come back and ask for more money later.  Ransomware costs vary wildly, but it’s not uncommon to see demands from between $500 per computer to a few thousand dollars per computer, plus fees for not publicly releasing information.

Instagram and Facebook account takeovers can range from a few hundred to a few thousand dollars, depending on the attacker.

 

Q.  Are there certain types of businesses that need to worry more about an attack or breach than others?

 

John: The short answer is no.  Every company that has any type of Internet presence is a potential victim, but the likelihood of a small company being expected to pay out millions of dollars is near zero. 

The major criminal groups that get into the headlines are generally targeting larger companies because they understand that they have a greater chance of getting a large payout.  But smaller companies may also face extortion costs albeit at a smaller scale.

Sadly, there are criminal elements at all sizes, much like we have in the legitimate business world, all targeting specific markets, from enterprises to SMBs.

 

Q.  What are some of the first steps a business should take to protect themselves? Or can they?

 

John: The best thing anyone can do is make sure they use some type of two-factor (also called multi-factor) authentication for your online accounts.  This is commonly done by getting a six-digit code you get from your phone via an authenticator app or text message.  You then use that code in addition to a password when logging into email, etc.  This is an easy (and free) way to better protect your online accounts because it becomes a lot harder for an attacker to take over your account.

Using a password manager is also strongly recommended.  This can help avoid the use of re-using the same password everywhere. 

A lot of people will think that their password is safe, until one of the websites they use that password on gets breached, and then anywhere else they may use that password becomes vulnerable, regardless of how secure that website may be.

For organizations that do financial transfers, there should be a protocol in place to get some type of verbal confirmation for transfers and not to rely just on an email or text message to confirm the transfer.

 

Q. Do many businesses utilize cybersecurity insurance?

 

John: I find that cyber insurance policies are often used in tech companies because they view themselves at a higher risk, but for most other companies they don’t necessarily see the need. 

The policies I have seen range from helping pay for ransomware attacks such as paying the ransom to offering assistance to get help from an incident response firm, which is a type of cybersecurity company that will help find out how these attackers got in, get them out of the network, and then make sure they can’t get back in later. 

So again, larger companies or companies dealing with other enterprise customers are the main group seeking out cyber insurance.

 

 

Q. Has the awareness around the potential for cyberattacks increased significantly for businesses?

 

John: Cyberattacks are becoming more mainstream in terms of the amount of coverage from more traditional media outlets, which is leading to a wider realization of how bad these things can be. 

However, only the “big” attacks get headlines, and a lot of the attacks that happen often never see the light of day.  I would say that a lot more organizations have had a cyber incident than they care to admit.  Reputation, pride, and fear are some of the main factors for this. 

My advice to those companies is not to bury your head in the sand, but rather seek out help to ensure it doesn’t’ happen again, even if you don’t want it to be made public.

 

 

Q. What are some mistakes businesses make when it comes to data protection?

 

John: Aside from thinking it won’t happen to them, one of the most common mistakes is giving out the keys to the kingdom to all the employees.  Using the same login to a shared computer, for example, rather than giving individual logins for each employee.  Re-using passwords, not updating software regularly, no anti-virus on computer systems, not questioning strange requests, using company email as if it was personal email, insufficient access controls for sensitive information, etc. 

There are a lot of different things that companies can do, but a lot of it is about doing what makes sense for your own specific organization.  The basics would be not re-using passwords and making use of multi-factor authentication.

The biggest thing to remember is that it’s not about building up Fort Knox for your business, but rather making sure that you are secure enough for an attacker to look for an easier target instead, i.e., you don’t need to outrun the bear, you just need to outrun the guy beside you.

 

To learn more, visit EliteSec Information Security Consultants Inc.

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

 

The Cambridge Chamber of Commerce and Ontario Chamber of Commerce (OCC) welcomes the return of the Legislature and looks forward to working with Premier Ford, his new cabinet, and all parties to champion the province’s competitiveness, productivity, and growth.

 

To put its members’ concerns’ front and centre as the Legislature returns, the OCC today released its Blueprint to Bolster Ontario’s Prosperity, which provides a letter to each provincial cabinet minister outlining key policy priorities.

 

“Businesses across Waterloo Region are looking to the government to develop policies that will spur local and regional economic growth and job creation,” said Cambridge Chamber of Commerce President & CEO Greg Durocher.  “The government must create the right conditions to support business stability, predictability, and confidence. There must be a balance between short-and long-term solutions to address our current and future challenges.”

 

Some key highlights in the Chamber network's Blueprint to Bolster Ontario’s Prosperity include:

  • Addressing Ontario’s labour market challenges by boosting immigration, removing barriers to labour mobility, and introducing workforce development strategies for key sectors such as construction, health care, tourism, and hospitality, and transportation.
  • Bolstering our health care system by developing a health human resources strategy, delivering on digital health, and addressing backlogs in routine vaccines, diagnostics, and cancer screenings.
  • Continuing to prioritize lowering the administrative burden on business and ensuring that regulation is streamlined and effective.
  • Planning for Ontario’s long-term energy needs to ensure businesses and residents continue to have access to reliable, clean, and affordable energy for generations to come.
  • Propelling housing affordability through increased supply and regulatory reforms to fuel the industry and help organizations attract and retain talent.
  • Advancing regional transportation connectivity and fare integration as well as broadband infrastructure projects in collaboration with the private sector.
  • Modernizing public procurement to support small businesses and equity seeking entrepreneurs to diversify the supply chain.
  • Seizing Ontario’s opportunity to lead in the global green economy by minimizing uncertainty, supporting cleantech, mobilizing clean energy solutions, and strengthening climate adaptation.

 

“The past few years have been characterized by tremendous uncertainty: a prolonged pandemic, record-high inflation, supply chain disruptions, labour shortages, and geopolitical turmoil. If we want our economy and people to emerge stronger amid so much uncertainty, Ontario must focus on creating the right conditions to support competitiveness, productivity, and growth,” said Rocco Rossi, President and CEO, Ontario Chamber of Commerce. “We are providing all Ministers with a blueprint for steps that can be taken to ensure we are bolstering Ontario’s prosperity – we look forward to continued collaboration with the Government of Ontario and all parties over the next four years.”

 

The OCC’s blueprint letters includes both policy asks where immediate action is required to support business and foundational recommendations for long-term prosperity and were informed by OCC’s diverse membership.

 

READ THE LETTERS.

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

When the first students arrive for class in September at Conestoga College’s skilled trades campus, they will quickly discover a unique learning environment.

 

“It’s going to be a living lab,” says Suzanne Moyer, Conestoga Dean of Trades and Apprenticeships, describing the 322,000-square-foot state-of-the art learning facility taking shape at the former site of motorhome manufacturer Erwin Hymer on Reuter Drive. “The infrastructure is such that areas are exposed so that students can see how the building was built. You can walk into a classroom and actually see the duct work.”

 

Suzanne says the building, the first part of a multi-phase plan for the campus to house all of Conestoga’s skilled trades programs, has been designed with a very ‘open and visible’ concept towards learning with 150,000-square-feet of space dedicated to shops and labs.

 

“There are lots of windows so if you’re walking through the building, you can see what’s happening in the shops and other students can also see what’s going on,” she says, noting the campus will heighten the college’s successful approach of providing hands-on and practical learning. “Conestoga College has always been an advocate for skilled trades and in the last 15 years or so, we’ve really grown the amount of programming we have in the skilled trades.”

 

The timing for this major move couldn’t be more critical since the need for skilled trade workers only continues to increase in Canada, with a potential shortage of 60,000 workers expected by 2025. Currently, an analysis of 56 high-demand trade sectors nationwide indicates a shortage of approximately 10,000 skilled trades workers – which could be as high as 100,000 if all 250 regulated trades in Canada are considered. As well, the federal government says approximately 700,000 trade workers in Canada are likely to be retired by 2028.

 

“In part, we’re definitely responding and aware of that need both regionally, provincially and federally,” says Suzanne, noting a key goal was to consolidate the programs currently offered among the college’s seven campuses at one central location. “With that you get more efficiencies, and you also get all the students in different trades working more closely together. There are many positive things that will come out of this by having everyone located in one area.”

 

She admits there have been hurdles, including the pandemic, supply chain issues and labour disruptions, that delayed the project after Conestoga College purchased the site in 2019.

 

“But we’ve continued to adjust and amend the schedule and work our way through,” says Suzanne. “For example, our HVAC, millwrighting and electro-mechanical programs were supposed to move into the building in September but now they are going to move in next spring and be ready for students in September 2023.”

 

However, this September the new campus will become home to several of Conestoga College’s many skilled trades programs, including electrical, plumbing, machining, carpentry apprenticeship, as well as its one-year multi-trade program which allows students to sample four trades.

 

“The students are very excited because it will be a new and full-service campus,” says Suzanne, referring to the features provided which include a library, food services, counselling services, academic supports, and student success advisors.

 

She says the timeline for when the rest of the campus will be developed depends on funding. The first phase has come with a price-tag of $110 million.

 

“A lot of factors play in to all that. But we definitely have the space to grow,” says Suzanne, referring to the 42-acre site.

 

She notes the reaction from the business community has also been very positive and says Conestoga College welcomes any opportunity for partnerships.

 

“We have all kinds of opportunities to partner together. We work with organizations to make sure it is a good partnership,” says Suzanne, adding financial and in-kind donations are important but there are other ways businesses can be involved. “For those not in the financial position to donate, we have program advisory committees for every one of our programs where members of industry provide us with guidance in terms of what’s needed in industry from our graduates.”

 

She says these committees meet twice a year and provide valuable input to ensure Conestoga College is offering the best programming possible.

 

“We’re always looking for volunteers to serve on our advisory committees and work with us to ensure our graduates are industry ready.”

 

To find out more, visit Conestoga College Skilled Trade Campus.

 

Drawing supplied by WalterFedy/Moriyama & Teshima Architects

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

The fallout from the Rogers outage continues to be tallied even as Innovation, Science and Industry Minister Francois-Philippe Champagne prepares to appear before a parliamentary committee sometime this month to answer questions regarding this nationwide disruption that cost businesses thousands of dollars.

It’s been estimated, according to a recent article published by BNN Bloomberg, the Canadian economy took a $142 million hit when a major service outage July 8 affected more than 12 million Rogers’ customers.

 

The system-wide cable internet and cellular network failure, which included subsidiary brands of Rogers Wireless, Fido, Cityfone and Chatr, was blamed on a maintenance update in its core network and in some cases, repairs took several days before all services were fully restored. Rogers has agreed to compensate customers affected by the outage, but many have now been left wondering what the next outage could bring?

 

We asked two local IT experts – Five Nines IT Solutions President & CEO Douglas Grosfield and MicroAge Kitchener owner Robert Jolliffe – to share their thoughts on what businesses can do to ensure they are better prepared for the next big outage.

 

Q. What can business owners do to prepare for potential interruptions?

 

Robert: First, they should determine if they can run their business off their cell phone by hot spotting. During the Rogers outage, some people had their business internet and cell phone both with Rogers, and that left them without a back-up option.  

 

The second thing a business can do, is have two internet connections on your business premises from two different providers. If your business is at a certain size and an extra $100 (or less) a month for a backup internet connection is a negligible cost, the second connection is worthwhile investment. Even if you are not using it, you have the insurance of a back-up connection.  

 

The backup could even be the lowest, cheapest connection available, which will get you through a day or two until your main connection is back up. It’s also worth considering whether one of your connections should be wireless; Starlink is an example of wireless internet connection.  

 

Douglas: Assuming a business is using proper perimeter security devices, most industry standard firewalls will easily support having two ISP connections and will use them in many ways.  You can have them active / passive, meaning if your primary connection fails, all traffic fails over to the secondary connection with nearly zero disruption, and fails back to the primary once it again becomes available. You can also do load balancing or ‘bond’ them such that traffic with different priorities (i.e., data vs voice) uses the appropriate connection and thus has no adverse effect on the other.  Check if your cellphones support dual SIMs; many do nowadays.  You can then have a SIM from more than one cellular provider and ensure reliable communications. An alternative would be to pay for minimal ‘lines’ for key or critical users, at a secondary provider, so that a manual swap of SIMs can get them back in business quickly.  Note that these things mean a different number, but in the short term can provide connectivity and communications.

 

Q. What would be the simplest piece of advice you could offer businesses when it comes to navigating these interruptions?

 

Robert: Have a backup plan. If there's a fire in the building, you have an evacuation plan. If the if power goes out, you know what you're going to do for your business. Treat internet failure the same way.

 

Douglas: Do not allow yourself to believe you are exempt from disruptions like this. Talk to a trusted technical partner about your options and like anything else, take the first step to achieve a goal.  If as a business owner your primary goal is not to protect that business, its clients and staff, its data, and systems, and to ensure the business continues to thrive and grow, then you’re doing it wrong.

 

Q. Do you see further interruptions like these becoming more commonplace and can they be prevented?

 

Robert: They won't become more commonplace, but they will be more severe because more of our society is connected to the internet now.  

The big telecom companies are going to put in more fail-safes, so the likelihood of it happening again is low. But as time goes on and society becomes more connected to the internet the likelihood of it causing disruptions is higher. 

For example, during the Rogers outage many people couldn't pay for things. 

Another example would be grocery stores that have digital price tags on the shelves. They're using this so that they can push price changes out from their head office, electronically across all the stores. So just imagine if you needed an internet connection for that, and all the prices get set to zero and then the internet went out?

 

Douglas: Yes, these companies are in business to generate profit, no surprises there.  Their investment (in the absence of legislation or other government-mandated investments) in the backbone networks and infrastructure, and the security of same, are going to be tightly budgeted and controlled.  Add to this the fact there is little competition and low likelihood of that changing anytime soon, and the communications landscape in Canada is ripe for this sort of disruption.  Toss in external issues such as cyber-attacks, and we can see that our current highly vulnerable national communications infrastructure needs overhauling and investment.

 

Don’t get me wrong, you can protect yourself by doing the right things regardless.  Endpoint protection, firewalls, redundant Internet connections, mobile device security, VPNs, encryption, etc.  All readily available technologies, inexpensive and simple to implement and manage with expert help and advice.

 

Q. Are businesses too reliant on one telecommunications company to deliver their service?

 

Robert: I would say that, yes. If a business only has one internet connection which is connected to an almost consumer grade firewall, then they are too reliant on one company. At first, if that internet connection goes down, that business is okay to go a day without internet. Then they grow to a size where it’s not okay to go a day without internet, but they don't change anything.  There are higher end firewalls that will allow them to mesh two connections, from two providers. So, if the main internet connection goes down, the other one from the other provider kicks in seamlessly. Employees and users on the network won’t even notice a disruption.  

 

Douglas: The communications market in Canada is radically different than in the U.S., for example, where there are far more options. However, having more providers requires subscriber density, meaning how many paying customers per square mile for example, to support the infrastructure.  For example, cellular service across a large geographic area requires mostly the same infrastructure (i.e., towers, networks etc) for 10 clients as it would for thousands or tens of thousands.  Without enough subscribers, it is cost prohibitive. Relying on one provider is very risky and given the simplicity and low cost for redundancy in this space, is both a mistake and a missed opportunity for businesses.  Business as usual when your competitors are not, is a huge advantage and costs very little.  Spread out your risk, eliminate by using proven technology to do so.

 

 

add a comment
Subscribe to this Blog Like on Facebook Tweet this! Share on LinkedIn

Contributors

Blog Contributor Portrait
Brian Rodnick
123
November 21, 2022
show Brian 's posts
Blog Contributor Portrait
Greg Durocher
40
June 25, 2021
show Greg's posts
Blog Contributor Portrait
Canadian Chamber of Commerce
24
January 29, 2021
show Canadian Chamber's posts
Blog Contributor Portrait
Cambridge Chamber
2
March 27, 2020
show Cambridge 's posts

Latest Posts

Show All Recent Posts

Archive

Tags

Everything Manufacturing Cambridge Events Spectrum New Members Taxes Region of Waterloo The Chamber Property Taxes Government Waste Cambridge Chamber of Commerce Networking Success Di Pietro Ontario Chamber of Commerce Greg Durocher Scott Bridger Food Blog Canada Ontario Cambridge Memorial Hospital Business After Hours Discounts Member Benefits Affinity Program Web Development Visa, MasterCard, Debit Big Bold Ideas Politics Elections Municipal Provincial NDP Liberals PC Vote Majority Christmas Homeless Leadership Oil Sands Environment Rail Pipelines Keystone Canadian Oil Canadian Chamber of Commerce Small Business Next Generation Cyber Security Millennials Energy Trump Washington Polls US Congress Bresiteers Trade NAFTA Europe Economy Growth Export Minimum Wage 15 dollars Bill 148 Cost Burdens Loss of Jobs Investing Finance Canada Capital Gains Exemption Tax Proposal MIddle Class Member of Parliment Unfair Changes Small Business Tax Fairness COVID-19 Mental Health Self-isolation Social Distancing Ways to Wellbeing Education Conestoga College Online Training Business Owners Personal Growth Communicate Young Professionals Workplace Communication Stress Emotionally and Physically Animals Pets Lockdown CEWS Employee Relief Employee Benefit ToBigToIgnore Small Business Week Support Local Buy Local Business Support Waterloo Kitchener YouGottaShopHereWR Responsibility Culture Workplace Antiracist Inclusion Diversity Racism Federal Election Services Autonmy Professional Salary Wages CERB Workers Jobs Guidelines Health and Safety Etiquette Fun Inperson Members Golf Tournament GolfClassic Business Business Trends Home and Garden Garden Pools Home Improvements Backyarding Renos Summer Airlines Business Travel Bad Reviews Reviews Consumers Competition Bureau Dining Out Expert Advice Outdoors Economicrecovery BBQ Vaccines Community vaccinations Conferences Virtual Visitors Spinoff Screening Kits Tourism Trends Productivity Engagement Remote working EmploymentStandardsAct Employees Employers Policies Employment Contracts Legal Public Health Virtual Ceremonies SMEs Health Canada Prevention Rapid Screening Health Entrepreneurs Building social networks Storytelling Video The She-Covery Project Child Care Workplaces Contact Tracing Time Management Pre-Budget Modernization Canada Emergency Rent Subsidy (CERS) Budget Ontario’s Action Plan: Protect, Support, Recover Federal Government Hotels and Restaurants Alcohol Tax Freezethealcoholtax Canadian Destinations Travel Grow your business Sales and Marketing Digital Restructure Financing Structural Regulatory Alignment Technological Hardware Digital Modernization RAP (Recovery Activiation Program) Support business strong economy Shop Cambridge Shop Local #CanadaUnited Domestic Abuse Family Funerals Weddings Counselling Anxiety Pandemic Getting Back to Work UV disinfection systems Disinfection Systems